the effect of transformational leadership on …
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KENYATTA UNIVERSITY
DEPARTMENT OF PUBLIC POLICY AND ADMINISTRATION
SCHOOL OF HUMANITIES AND SOCIAL SCIENCES
GRACE AKOTH DOLA
THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON THE
PERFORMANCE OF EMPLOYEES IN KENYA: THE CASE OF KENYA
WILDLIFE SERVICE
A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF HUMANITIES
AND SOCIAL SCIENCES IN PARTIAL FULFILMENTOF THE
REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF
PUBLIC POLICY AND ADMINISTRATION OF KENYATTA UNIVERSITY
OCTOBER 2015
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DECLARATION
This Research project is my original work and has not been presented for a degree in any
other university.
Name: Grace Akoth Dola
Registration number: C153/CTY/PT/27182/2011
Signature………………… Date……………………………..
Supervisors: This project has been submitted for review with my approval as a university
supervisor.
Signature …………………….. …………Date……………………………..
Name: Prof. David Minja
Department: Public Policy and Administration
Signature …………………….. …………Date……………………………..
Name: Dr. Stephen Muathe
Department: School of Business Administration
DEDICATION
I dedicate this project to God, family and friends for the encouragement and positive
input towards completion of the project.
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I thank my supervisors Prof Minja and Dr. Muathe for their support, positive criticisms
and encouragement throughout the time of doing the project.
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ABSTRACT
This study aimed at analysis the effects that transformational leadership has on the
employees of an organization in terms of their performance rate. The research therefore
aims at looking at how transformative leadership impacts on employee performance at
KWS and if yields the same results as other researches have shown in other parts of the
world. With the main objectives being to investigate the changes in leadership that has
been achieved within the organization and also to investigate the extent to which a
leader’s intervention on situations affects overall performance It is a representative study
in design with a cross sectional component whereby all relevant parties were involved.
The study population is specific employees of Kenya Wildlife Service selected for the
study. The employees were those that have been on permanent employment for a period
of not less than 10 years, this is because in ten years it is assumed that an employee had
been able to experience the change of hands in the management. The data collected was
then be analyzed using SPSS computer program, Correlation also be used so as to
determine the relationship between the independent variable and the dependent variable
so as to indicate whether there exists a significant relationship between transformational
leadership and employee performance and the final report was written and presented in
form of text, tables and figures.
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TABLE OF CONTENTS
DECLARATION ............................................................................................................................. 2
DEDICATION ............................................................................................................................. 2
TABLE OF CONTENTS ................................................................................................................. 5
LIST OF TABLES ........................................................................................................................... 8
LIST OF FIGURES ......................................................................................................................... 9
OPERATIONAL DEFINITION OF TERMS ................................................................................ 10
CHAPTER ONE ............................................................................................................................ 11
INTRODUCTION ......................................................................................................................... 11
1.1 Background to the Study ................................................................................................ 11
1.2 Statement of the Problem ............................................................................................... 15
1.3 Objectives of the Study .................................................................................................. 17
1.4 Research Questions ........................................................................................................ 17
1.5 Assumptions of the Study .............................................................................................. 17
1.6 Significance of the Study ............................................................................................... 17
1.7 Scope of the Study ......................................................................................................... 18
1.8 Limitations of the Study ................................................................................................. 18
CHAPTER TWO ........................................................................................................................... 20
LITERATURE REVIEW .............................................................................................................. 20
2.1 Introduction .................................................................................................................... 20
2.2 Theoretical Review ........................................................................................................ 20
2.3 Review of Related Literature ......................................................................................... 22
2.4 Transformational Leadership ......................................................................................... 24
2.5 Summary of Literature Review and Research Gaps ...................................................... 29
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2.6 Conceptual Framework .................................................................................................. 30
RESEARCH METHODOLOGY ................................................................................................... 32
3.1 Introduction .................................................................................................................... 32
3.2 Research Design ............................................................................................................. 32
3.3 Site of the Study ............................................................................................................. 32
3.4 The target population ..................................................................................................... 32
3.5 Sampling Techniques ..................................................................................................... 33
3.6 Research Instruments ..................................................................................................... 33
3.7 Instruments Validity and Reliability .............................................................................. 33
3.8 Data Collection Procedures ............................................................................................ 35
3.9 Data Analysis Procedures .............................................................................................. 35
3.10 Ethical Considerations ................................................................................................... 35
CHAPTER FOUR .......................................................................................................................... 36
DATA ANALYSIS AND INTERPRETATIONS ......................................................................... 36
4.1 Introduction .................................................................................................................... 36
4.2 Response Rate ................................................................................................................ 36
4.3 Demographic Data ......................................................................................................... 36
4.5 Summary of Data Analysis ............................................................................................ 45
CHAPTER FIVE ........................................................................................................................... 47
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS .................................................. 47
5.1 Introduction .................................................................................................................... 47
5.2 Summary of Findings ..................................................................................................... 47
5.3 Conclusions .................................................................................................................... 48
5.4 Recommendations .......................................................................................................... 49
5.5 Suggestions for Further Research .................................................................................. 50
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REFERENCES .............................................................................................................................. 51
Appendix III: Questionnaire ......................................................................................................... i
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LIST OF TABLES
Table 1: Sample Size ........................................................................................................ 33
Table 2: transformation leadership and performance of employees ................................. 39
Table 3: Comparison of the transformational leadership and performance of employees 45
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LIST OF FIGURES
Figure 1: Relationship of Transformational leadership and Employee performance ....... 30
Figure 2: Respondents by Gender ..................................................................................... 37
Figure 3: Age of Respondent ............................................................................................ 37
Figure 4: Duration of Service ........................................................................................... 38
Figure 5: Education Level ................................................................................................. 39
Figure 6: Organization Commitment to Standard Goal .................................................... 41
Figure 7: Effect of Reward and Punishment on Employees Target .................................. 42
Figure 8: Sense of Appreciation ....................................................................................... 43
Figure 9: Management Support on Employees Training .................................................. 43
Figure 10: Management Support in boosting employee’s creativity and innovation ....... 44
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OPERATIONAL DEFINITION OF TERMS
Transformational leadership is a form of leadership that involves identifying the
needed changes in an organization and then creating a vision to guide the employees
through a combination of motivation, awards and performance appraisals
Transactional Leadership Theory refers to behaviors in the context of scripted, rational
exchanges between leaders and followers, typically with a view to the accomplishment of
a prescribed task or goal.
Management by exception has both the active and the passive perspectives. The passive
element involves leaders failing to intervene in situations until matters are worse. They
wait until mistakes are brought to their attention the active element of management by
exception on the other hand is where leaders enforce rules to avoid mistakes.
Subordinates’ performance is monitored and corrective action taken where necessary
Contingent reward system involves the clarification of the work required to obtain
rewards and the use of incentives and contingent reward to exert influence. It considers
follower expectations and offers recognition when goals are achieved.
Employee performance it refers to behaviors that are relevant to organizational goals
which are under the control of individual employees
Productivity It refers to a relationship between output and input.
Employee effectiveness It refers to a capability of employees to produce a specific,
desired effect with minimized costs and in strict compliance with initial requirements
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CHAPTER ONE
INTRODUCTION
This chapter entails the background of the study, project profile, problem statement, the
objectives of the study, research questions, significance of the study, limitations of the
study and scope of the study.
1.1Background to the Study
One word for transformational leadership is renewal. Its objective is to give a business a
new lease of life. Transformational leadership can be described as a process that changes
and transforms individuals through an exceptional form of influence that moves followers
to accomplish more than what is usually expected. Transformational leadership is
basically concerned with emotions, values, ethics, standards, and long-term goals. CEOs
who lead firms that have created outstanding value for the Kenyan public rather than
private or personal gain have been profiled from time to time. However, every leader in a
firm needs to understand the principles of renewal for the process to succeed.
The concept of transformational leadership was initially introduced by leadership expert
and presidential biographer James Macgregor Burns ((1985),). According to Burns,
(Burns, J. M. (1978) transformational leadership can be seen when "leaders and followers
make each other to advance to a higher level of moral and motivation." Through the
strength of their vision and personality, transformational leaders are able to inspire
followers to change expectations, perceptions, and motivations to work towards common
goals. Later, researcher Bernard M. Bass expanded upon Burns' original ideas to develop
what is today referred to as Bass’ Transformational Leadership Theory. According to
Bass, transformational leadership can be defined based on the impact that it has on
followers. Transformational leaders, Bass suggested, garner trust, respect, and admiration
from their followers.
The concept of transformational leadership seems to be a promising approach when it
comes to responding to dynamics by respective transformations in organizations and
societies. Already, in today’s world, business leaders need to steer their organization
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through increasing volatile environments and keep track of new opportunities resulting
from a larger degree of global connectivity. The concept of transformational leadership is
vital in the light of the challenges we face ahead and as well in the actual leadership
tasks, (Avolio & Yammarino, 2002; Bass, 1998).
How workers interact with one another in an organization is very important. It is clear
that one fact stands out in as far as transformational leadership in organizations is
concerned that this leadership style induces performance and productivity through reward
and punishment. Perhaps to have an even better in-depth view of this leadership style it
would be prudent to look at its application module.
As an idea, transformational leadership was first mentioned in 1973, in the sociological
study conducted by the author Downton, J. V., "Rebel Leadership: Commitment and
Charisma in the revolutionary process". After that, James McGregor Received March 10,
1999 50 I. SIMIĆ used the term transformational leadership in his book "Leadership"
(1978). In 1985, Barnard M. Bass presented a formal transformational leadership theory
which, in addition to other things also includes the models and factors of behaviour One
year latter (1986) Noel M. Tichy and Marry Anne Devanna published a book under the
title "The Transformational Leader" (2). Research projects, doctor dissertations and
books in the field of transformational leadership have been carried out and published in
the initial phase of the transformational leadership concept development and, especially
in recent years, have contributed to the development of the most actual leaders' concept.
Transformational leadership has gained academic attention over the last 20 years as a
new paradigm for understanding leadership. Transformational leaders define the need to
develop a vision for the future and to mobilize followers of commitment to create change
and to achieve results beyond what would normally be expected.
By means of a sample of 170 companies in Singapore, Zhu, Chew, and Spangler (2005)
found Human Resource Management practices (staffing, training, performance appraisal,
and compensation systems) mediating the relationship between transformational
leadership and performance, respectively. A study done in the United States Army
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showed that the relationship between transformational leadership and performance was
partially mediated by the level of potency and the cohesion of the analyzed unit (Bass et
al., 2003). Tsai, Chen, and Cheng (2005) identified employees’ positive moods to
mediate the relationship between transformational leadership and leadership success
whereas the leader-follower relationship was confirmed to be a mediator by Wang, Law,
Hackett, Wang, & Chen (2005).Previous research also found followers’ self-efficacy
beliefs (Kirkpatrick & Locke, 1996; alumba et al., 2004), intrinsic motivation, agreement
on values (Jung & Avolio, 2000), as well as trust and satisfaction to influence
performance. In summary, empirical studies on the relationship between transformational
leadership and organizational performance focus primarily on constructs like followers’
trust, agreement on values, group cohesion, satisfaction, self-efficacy beliefs and
followers’ intrinsic motivation (Charbonneau, Barling, & Kelloway, 2001).
Transactional leadership is a process in which the relationship leader - follower is
reduced to simple exchange of a certain quantity of work for an adequate price. Contrary
to this, transformational leadership is a far more complex process, which requires more
visionary and more inspiring figures. Transformational leadership rests on the bases of
transactional leadership. However, as James McGregor Burns states "... what today is
needed is not the old style of transactional leadership, but the new style of
transformational leadership". Barnard M. Bass compares these two styles of leadership,
giving their closer terms of reference. According to Bass, transactional leaders
predetermine what their followers should do to realize their personal and organizational
aims; they classify these aims and help their followers to become more self-confident in
order to achieve their goals with the minimum effort. On the contrary, transformational
leaders motivate their followers to do not to only for what they are expected to do but
more than they can do, increasing the sense of importance and value of the tasks,
stimulating them to surpass their own interests and direct themselves to the interests of
the team, organization or larger community.
Transformational leaders are individuals whom with their own knowledge, imaginations
and ability are able to influence the behavior of people, make conditions for transforming
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the "soft" variables of transformational arrangement. Those are the variables which are
more complicated, compared to the change of so-called "hard" Transformational
Leadership - because it includes the "inner", qualitative or mental change of an
organization. It is considered that no factor is so crucial in organizations, and so
important for their successful functioning and or for their survival. Hence, the
management of human resources during the period of organizational transformation is the
crucial content of the process of managing the transformation.
1.1.1 Profile of Kenya Wildlife Service (KWS)
Kenya Wildlife Service is a state corporation established by an Act of Parliament Cap
376 with the mandate to conserve and manage wildlife in Kenya, and to enforce related
laws and regulations. Their mission is to sustainably conserve, manage, and enhance
Kenya's wildlife, its habitats, and provide a wide range of public uses in collaboration
with stakeholders for posterity. Director of KWS Dr. Julius Kipngetich has given KWS
great leadership and important initiatives over the past eight years. Under his leadership
KWS has transformed to a tower of strength that is emulated by others and a giant to
reckon with in management and in conservation industry.
During The European Union Development Day Conference that was held on October 28-
9 2009 at the Hilton Hotel, Nairobi, Kenya. Dr Kipngetich testified that the
transformation of the KWS from a loss-making institution to a profitable model is a
function of progressive leadership exercised through application of the five (5) Ks
strategy. These are Kuchagua (Choose), Kusafisha (Clean), Kupanga (Plan), Kufundisha
(Educate), and Kudumisha (Sustain). The 5Ks strategy is most effective when applied in
combination. In this regard the inverted pyramid and doughnut models are effective
instruments in prioritizing allocation of resources to where it is most needed. In the case
of KWS resources are allocated in increasing percentage to the remoter areas as opposed
to concentration at the centre.
Dr Kipngetich affirmed that incentives to personnel providing critical functions are a
necessity in building internal alliances and giving impetus to change. Such incentives
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include and go beyond adequate remuneration. Analytic findings are consistent with a
more recently published study – Wang et al, showed that transformational leadership had
a positive impact at personal, team, and organizational levels, with the strongest boost to
performance occurring at the team level (Wang, 2011).
1.2 Statement of the Problem
The studying of the Kenya Wildlife Service looked at leadership vs. performance, if the
transformational readership has enabled it meet its objectives and how transformational
leadership has brought change to this corporation. This research therefore aims at looking
at how transformative leadership impacts on employee performance at KWS and if it
yields the same results as it has been depicted by researchers from other parts of the
world. Research in organizational behavior in different environments has found out that
Transformational leadership enhances the motivation, morale, and performance of
followers through a variety of mechanisms. These include connecting the follower's sense
of identity and self to the project and the collective identity of the organization; being a
role model for followers that inspires them and makes them interested; challenging
followers to take greater ownership for their work, and understanding the strengths and
weaknesses of followers, so the leader can align followers with tasks that enhance their
performance.
KWS had failed in service leadership and this has impacted negatively on the overall
performance of the organization, (KWS Strategic Plan 2008-2012) the attitude of its
workers and the working environment called for the introduction of transformative
leadership to the organization and the changes it aims to impact in overall performance.
More recently, Burns’ (1978) theory has been further developed into a full range
leadership theory (FRLT; Avolio & Yammarino, 2002). The FRLT defines five
transformational factors, three transactional leadership factors, and one non-leadership
factor and is measured by the Multifactor Leadership Questionnaire (MLQ-5X; Bass &
Avolio, 2000). Researchers using the MLQ-5X have found that transformational
leadership positively influence individual and group outcomes in business ( Purvanova,
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Bono, & Dzieweczynski, 2006), the military (Dvir, Eden, Avolio, Bass, & Shamir, 2002),
and education (Barnett & McCormick, 2004).
Furthermore, in a sport scenario, Zacharatos, Barling, and Kelloway (2000) found peers
and coaches perceived leaders who used transformational behaviors as effective,
satisfying, and effort evoking;Charbonneau, Barling, and Kelloway (2001) demonstrated
that intrinsic motivation mediated the transformational leadership/performance
relationship in university athletes; and Rowold (2006) found transformational leadership
behaviors to predict performers’ perceptions of the effectiveness of their coaches’
behaviors, satisfaction with their coach, and extra effort over and above transactional
leadership. In addition to developing the inventory, Hardy et al, also explored the effect
of a transformational leadership intervention on self-report recruit outcomes. Results
revealed that the leadership behaviors of individual consideration, fostering acceptance of
group goals and teamwork, and contingent reward were significantly higher for the
intervention as opposed to the control group, as were the psychological outcomes of self-
confidence, resilience, and satisfaction with training.
Research on transformational leadership has identified variables that have mediated the
relationship between transformational leadership behaviors and employee’s behaviours.
These variables include trust in the leaders (Barling, Weber, & Kelloway, 1996), intrinsic
motivation (Charbonneau et al., 2001), and team cohesion (Bass et al., 2003). Although
transformational leadership is theorized to have its most important effects on team
processes and outcomes (Dvir et al., 2002), little research has been conducted on the
impact it has on the general performance or the organization. This paper seeks to address
this gap in the literature by presenting research that aims to identify the impact that
transformational leadership has on employee performance motivation being constant at
KWS.
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1.3 Objectives of the Study
1. To investigate the relationship between transformational leadership and employees’
general performance of employees at KWS.
2. To investigate the extent to which a leader’s intervention on situations affects overall
performance of an employee’s using KWS case study.
3. To determine the elements of transformational leadership experienced at KWS
4. To establish the factors that led to the adoption transformative leadership at KWS.
1.4 Research Questions
1. What relationship exists between Transformational leadership and employee
performance at KWS?
2. To what extent does a leader’s intervention before or after a mistake affect subordinate
performance in the organization?
3. What elements of transformational leadership have been exercised at KWS?
4. What factors led to the adoption transformative leadership at KWS?
1.5 Assumptions of the Study
1. Transformational leadership had a positive impact on employee performance at KWS.
2. A leaders intervention before or after a mistake greatly affect employee performance.
3. KWS has exercised some elements of Transformational leadership in its management.
4. For KWS to adopt transformational leadership there has to be some factors that led to
the decision.
1.6 Significance of the Study
With this study, the researcher aims at availing information through highlighting the
possible strengths of transformational leadership that need to be upheld for the success
of organizations, and also the weaknesses of this form of leadership has impacted on the
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organization and what transformative elements need to be addressed so as to improve the
organization. All these however were measured and looked at with the Employees aim of
satisfying their customers and stakeholders and optimally use available resources for
conservation.
The study also aims at adding knowledge onto the already rich field of leadership as to
the extent to which transformational leadership independently impacts on employees’
performance. The researcher aims at contributing to the growth of the field of leadership
through this research. This study therefore seeks to provide practical and theoretical
information that can be used by policy makers and other corporate stakeholders in
organizational growth, in the development strategies and in implementation processes to
enable them determine how best to fuse transformational leadership with performance
and productivity in a way that it does not negatively impact on the employee as a person.
1.7Scope of the Study
This research covered the employees’ of Kenya Wildlife Service; it dwelled on top
management, middle management and support staff that forms the lower management.
Data collection was done within the premises of the corporation situated in Nairobi in the
years 2013 to 2014.
1.8 Limitations of the Study
Although this research is carefully planned for, limitations and shortcomings are
acknowledged as some of which are:
The employee group selected of 30 is small and a fraction of the entire KWS employees’
therefore ensured that I collect sufficient data from these small samples.
KWS being a busy organization finding the personnel have to answer all my question
might be limited thus the questionnaires was made short and precise and the interviews
made to the point.
The study was limited by the fact that there was inadequate local literature on the study.
The study was not generalized due to the fact that researcher will adapt sampling method
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to choose respondents from the target population.
The finding of the study was solely based on the information provided by the
respondents.
The accuracy of findings was limited by the accuracy of statistical tools used for analysis.
The study faced the limitation of inability to reach as many respondents as possible due
to their tight work schedules and the inability to get back all the questionnaires from the
respondents.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
In literature, Different leadership styles are present in every business around the world.
Typically the leadership style that is chosen to lead an individual business is based upon
the culture of the company or the style of the person that is doing the hiring. The style
that becomes in charge of an organization is going to ultimately determine how the
people within the organization function. Simola et al. (2012) define transformational
leadership as a type of leadership in which interactions among interested parties are
organized “around a collective purpose” in such a way that “transform, motivate, and
enhance the actions and ethical aspirations of followers.” Transformational leadership is a
leadership style that seeks positive transformations “in those who follow” and that
achieves desired changes through the “strategy and structure” of the organization (Geib
and Swenson, 2013).
2.2Theoretical Review
Transformational leadership is a value driven type of leadership that speaks to enduring
human capacity for excellence and pride accomplishment. Studies have shown that
transformational leadership helps increase production but production greatly increases
when another form of leadership is applied. However the negative impacts seem to out-
weigh the positive effects that transformational leadership produces. For
transformational leadership to work effectively, trust has to be present so as to induce
voluntary commitment, production and performance.
2.2.1Transactional Leadership Theory: It refers to behaviors in the context of scripted,
rational exchanges between leaders and followers, typically with a view to the
accomplishment of a prescribed task or goal. Transactional leadership theory seeks to
explain and describe the behaviors in and around these interactions or transactions.
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Burns (1978) points out that transformational leadership should empower leaders not
only to take the initiative to engage with followers but also engage creatively in a fashion
that recognizes and responds to the material wants of potential followers.
This study is based on transformational theories as the lead theory in an attempt to
explain the impact of transformational leadership on employee productivity and
performance, together with the Maslow’s basic needs theory and path goal theory as
complimentary theories According to transformational theory, leadership is based on a
system of rewards and punishments. The theory assumes that workers are motivated by
rewards and punishments. That rewards and punishments are contingent upon the
performance of followers. Managers and subordinates have an exchange type of
relationship. Subordinates need to be carefully monitored so as to ensure that
expectations are met.
According to the basic needs theory, there are certain minimum requirements that are
essential for one to be said to have a decent living. These are called physiological needs
and they include food, shelter, health and clothing. These are primary needs that have to
be catered for before other needs like security, love affection and finally self-
actualization are pursued. It is these basic needs that a leader needs to look into as
incentives in order to derive motivation from an employee and hopefully increase their
performance.
The path goal theory is complimentary to transformational theory in as far as this study is
concerned as it describes the way that leaders encourage and support their followers in
achieving set goals by making their path clearer. The leaders do this by clarifying the
path for their subordinates to know the way, by removing any roadblocks that hinder
performance and finally by increasing their rewards when goals are achieved. This study
therefore seeks to operate within the framework of transformational theories with path
goal theory and Maslow’s basic needs theory as complimentary.
The Bass Transformational Leadership Theory is interested in the extent to which a
leader influences followers. Followers go after a leader because of trust, honesty, and
other qualities and the stronger these are, the greater loyalty they have for the leader. The
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leader transforms the followers because of her or his having these qualities. Not only is
the leader a role model but she or he exhorts the following to challenging the existing
order, the revolutionary being a stark example of this. While the leader may have
democratic motives in mind, s/he can assume a Transaction Leadership style at the same
time, directing the followers to do things.
The Bass Transformational Leadership Theory also assumes that the leader has decent set
of ethics, but if the theory is applied in a situation where a leader does not, the results
could be disastrous. Cults, such as the Branch Davidians, are prime examples of where
the process of transformation of a group by a deluded leader can result in terrible
consequences. One should not need to say anything about Hitler from Germany. Bass
states that Transactional Leadership can be mixed with Transformational Leadership, but
one has to monitor the Transactional part and devise ways of not only setting limits to its
use but build into the theory check mechanisms for when it gets out of control.
As per the future of transactional leadership it is quite evident that the world is getting
more complex, and people are being brought into situations in which they may not be
able to cope. Case in point is the number of Middle Eastern countries that have been
under the thumbs of despots and are in turmoil. Transformational leadership can be of
great benefit if they can prepare the people who have never experienced democracy for a
participatory situation. The emerging leaders must be educated, intelligent, empathetic
with the ones being led, have a noble ethos, and, perhaps most important, have a noble
code of ethics. The study attempts to find out whether performance and productivity of
employees is by any way influenced by transformational theory, indicating the impacts of
transformational leadership on employee performance and productivity in corporate
organization in Kenya.
2.3 Review of Related Literature
Mehra, Smith, Dixon & Robertson (2006) argue that when some organizations seek
efficient ways to enable them outperform others, a longstanding approach is to focus on
the effects of leadership. Team leaders are believed to play a pivotal role in shaping
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collective norms, helping teams cope with their environments, and coordinating
collective action. This leader-centered perspective has provided valuable insights into the
relationship between leadership and team performance (Guzzo & Dickson, 1996). Some
studies have explored the strategic role of leadership to investigate how to employ
leadership paradigms and use leadership behavior to improve organizational
performance. This is because intangible assets such as leadership styles, culture, skill and
competence, and motivation are seen increasingly as key sources of strength in those
firms that can combine people and processes and organizational performance (Purcell et
al., 2004).
Previous studies led the expectation that leadership paradigms have direct effects on
customer satisfaction, staff satisfaction, and financial performance. In general, however,
the effects of leadership on organizational performance have not been well studied,
according to House and Adyta’s (1997) review who criticized leadership studies for
focusing excessively on superior-subordinate relationships to the exclusion of several
other functions that leaders perform, and to the exclusion of organizational and
environmental variables that are crucial to mediate the leadership-performance
relationship. Another problem with existing studies on leadership is that the results
depend on the level of analysis. House and Aditya (1997), distinguished between micro-
level research that focuses on the leader in relation to the subordinates and immediate
superiors, and macro-level research that focuses on the total organization and its
environment. Other scholars have also suggested that leaders and their leadership style
influence both their subordinates and organizational outcomes (Tarabishy, Solomon,
Fernald, & Sashkin, 2005).
Fenwick and Gayle (2008), in their study of the missing links in understanding the
relationship between leadership and organizational performance conclude that despite a
hypothesized leadership-performance relationship suggested by some researchers, current
findings are inconclusive and difficult to interpret.
Scholars make further distinctions in leadership styles by elaborating on some of the
components of Bass’ taxonomy. Chu et al. (2009), for example, elaborate the concept of
charismatic leadership. This is a value-based style that leads to emotional bonds between
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leaders and followers. The latter transcend their self-interests because of their belief in a
collective purpose. Such transcendence results from the followers’ identification and
internalization of the vision and values of the leader. A charismatic relationship thus
implies trust, respect, admiration and commitment to the leader. Charismatic leadership is
an empowering style with a view to the future of the organization (Conger & Kanungo,
1998; cited in Eagly et al., 2003). According to Murphy & Ensher (2008) charismatic
leaders achieve targeted transformation because of the following characteristics:
“strategic visioning and communication behavior, sensitivity to the environment,
unconventional behavior, personal risk, sensitivity to organizational members’ needs, and
deviation from the status quo.” Similarly, Eagly et al. (2003) further distinguish laissez-
faire leadership and indicate that this type of leadership is characterized by the avoidance
of any involvement in critical situations and the “general failure to take responsibility for
managing.”
Transformational leaders are able to articulate the organization’s common purpose in a
way that emphasizes the social dimension of the process: the impact of one individual’s
actions on the greater group beyond the firm. The vision thus clearly accentuates the
meaningfulness of the consequences of each action for the organization and its
stakeholders (Grant, 2010). In so doing, the transformational leader encourages others to
adopt the transformation process as their-own and thus allows for the attainment of the
targeted transformation. To put it sharply, the success of the transformational leaders is
defined by their ability to offer others something that goes beyond self-interest: they
provide other with “an inspiring mission and vision and give them an identity” (Geib and
Swenson, 2013).
2.4 Transformational Leadership
Transformational leadership involves an exchange process that results in follower
compliance with leader request but not likely to generate enthusiasm and commitment to
task objective. The leader focuses on having internal actors perform the tasks required for
the organization to reach its desired goals (Boehnke et al, 2003).
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Transformational leadership can be contrasted with transactional leadership. The latter
implies leadership based on an exchange process wherein autonomous agents may
benefit, which in turn implies reciprocity (Simola et al., 2012). Bass (1990) indicates that
transactional leadership can be characterized by several elements not necessarily
mutually excluding. The first dimension is that of contingent rewards or the recognition
of achievement by rewarding efforts and good performance. The second is active
management by exception which is directed at managing the process. Leaders monitor
the lack of compliance with established rules and standards, and when required undertake
corrective measures. Transactional leadership can also focus on passive management by
exception. In the latter, leaders are meant to intervene only in cases in which set
objectives are not achieved. The last characteristic of transactional leadership is laissez-
faire in which leaders avoid making decision and those involved in the process relinquish
all responsibilities.
The optimal profile is characterized by the presence of certain qualities of
transformational leadership. They are the leaders' qualities contained in appropriate
transformational abilities of leaders and in certain attributes which are assumptions for
the use of leaders' skills and for successful performance of leader jobs. Although there are
different classification given by Bass and Avolio is quoted here. Their classification of
skills of transformational leaders is known as "Four I's" and includes the following skills
− idealized influence,
− Inspirational motivation,
− Intellectual stimulation,
− Individualized consideration,
Idealized influence: represents the ability of building confidence in the leader and
appreciating the leader by his followers, which forms the basis for accepting radical
change in organization. Without such confidence in the leader, that is, in his motives and
aims, an attempt to redirect the organization may cause great resistance. You can "lead"
people if you make them ready to follow you. If you perform your job well, it is for
certain that others (potential followers) will appreciate you and people will believe you.
Also known as charismatic leadership, this characteristic describes the extent to which
26
leaders are capable of being role models to their followers and display solid moral and
ethical principles. Idealized influence is described in two types: attributed (what traits are
assigned to a leader) and behavioral (what one does). Those measuring high in idealized
influence would respond positively to statements such as “I instill pride in others for
being associated with me” and “I emphasize the importance of having a collective sense
of mission” (Alvolio and Bass, 1995).
In other words, you will become a leader who possesses idealized influence and who
represents "The Roles Model" to his followers. The followers, namely, try to imitate the
leaders with idealized influence. Hence, the greatest success of leader who reached a high
level of confidence and appreciation with his followers is that his followers begin to
imitate him. Thus, his effort to conduct radical change the organization encounters
confirm and support with the employees. The leaders with idealized influence are
honored, appreciated, they are trusted, the followers admire them, and they identify with
them and try to imitate them. Such leaders, which represent the model roles to their
followers, do "the right things", demonstrating high moral and ethical behavior. They do
not use their position and leaders' abilities to achieve personal interests, but they direct
them to use the potentials of their followers and to achieve the aims of organizations.
Inspirational motivation: This characteristic reflects the extent to which a leader is also
capable of being a cheerleader, so to speak, on behalf of his or her followers. These
leaders demonstrate enthusiasm and optimism, and emphasize commitment to a shared
goal. It is the ability of transformational leader to act as a figure, which inspires and
motivates the followers to appropriate behavior. In the conditions when transformational
change is being conducted in an organization, the leader has the task of clear and
continuous stimulating others to follow a new idea. Transformational leaders should,
therefore, behave in such a way, which motivates and inspires followers. Such behavior
includes implicitly showing enthusiasm and optimism of followers, stimulating team
work, pointing out positive results, advantages, emphasizing aims, stimulating followers.
27
Intellectual stimulation: as transformational leader has an important role in the
transformation process of organization. Transformational leader stimulate the efforts of
their followers as regards innovativeness and creativity, stimulate permanent
reexamination of the existent assumptions, stimulate change in the way of thinking about
problems, plead the use of analogy and metaphor It makes it is possible for employees to
get creative ideas for solving problems from the followers. It also instills creativity, as
well – followers are encouraged to approach problems in new ways. Intellectually
stimulating leaders relate to statements such as “I re-examine critical assumptions to
question whether they are appropriate” and “I suggest new ways of looking at how to
complete assignments” (Avolio and Bass, 1995).
Individualized consideration: a transformational leader is reduced to the ability of
individual analysis of followers. Namely, inclusion of followers into the transformation
process of an organization implies the need to diagnose their wishes, needs, values and
abilities in the right way. Leaders are invested in the development of their followers –
they serve also as mentors and coaches, and take into account individual needs and
desires within a group. Two-way communication is particularly recognized under this
dimension. Human wishes and needs are different. Some want certainty, some want
excitement and change; some prefer money, and some free time. It is upon the leader to
"eaves drop”, observes, analyzes and predicts the needs and wishes of his followers. The
leader, who is aware of the difference in needs and wishes of people, has an opportunity
to use all those different demands in the right way. Effective application of the list of
skills of transformational leaders includes existence of certain attributes of
transformational leadership. They are:
Creativity-, as an attribute of transformational leadership it includes not only
undertaking creative actions by transformational leaders, but, also, openness to creative
enterprises of their followers. By appreciating the creative efforts of the employed, a
strong motivational basis from their active involvement in the process of change is
insured.
28
Team orientation- transformational leaders reflects their awareness of the importance of
teamwork and readiness to lean on the help of others. A transformational leader should
approach the creation of teams within which, together with the other members, make
appropriate decisions and solve problems they come across. In that sense it is important
to raise functioning of the team to a level which insures complete equality.
Appreciation of others-is the attribute of transformational leaders with which they
demonstrate that they appreciate and evaluate the attitudes and opinions of their
followers. These attributes of transformational leaders reflect the need for two-way
communication during the process of organizational transformation. In order to achieve
optimal effectiveness of the organizational transformation process, it is necessary that the
communicational plan includes communicational channels for backward information
from the followers toward their leaders.
Teaching-represents an important attribute of transformational leaders, which reflects
their ability to influence people in the process of change to teach, direct and correct them.
Without teaching, fulfillment of transformational aims rests upon occasional chances
only, and not on the design established in advance.
Responsibility- it reflects readiness of transformational leaders to take the risk upon
them for the success of transformational change. When they face the change, managers
can act in two ways. They can "keep themselves aside", to watch and, eventually,
criticized the change. Passive managers which are indifferent as regards the change or
oppose it vigorously, or think that the change is something that should concerns
somebody else, have such an approach to the change. Such managers are called passive
managers or "watchers".
Recognition- Recognition, as an attribute of transformational leadership, allows leaders
to identify situations in which followers should be praised, i.e. give them recognition.
Giving recognition by simply saying thank you for a well done job, does not cost
29
anything, and represents a strong stimulation for the followers to give further support in
the efforts to perform the change.
Applying these attributes in the process of organizational transformation, along with the
skills, the transformational leaders are allowed to "embed" the awareness of necessity of
the organizational transformation process, to successfully bring the process to an end,
and, consequently, both the organization and the employees will profit from that action,
with their followers.
2.5 Summary of Literature Review and Research Gaps
It is likely that the functionality of transformational leadership involves the complexities
of human interaction, contains dynamics and contextual influences. To date these aspects
have not been explored, therefore the overall functionality of transformational leadership
remains undiscovered. Over the last twenty-five years, the transformational leadership
paradigm has gained much scholarly attention. It has been proven that a transformational
leadership style has positive effects on motivation, alignment, performance and
satisfaction of followers. In transformational leadership theory the leaders and the
followers realize higher ends in a mutual process of growth. Such leadership effects are
of vital relevance with regard to the aforementioned challenges. However, the
functionality of transformational leadership is not conceptually elaborated in
transformational leadership theory to date. It is unclear, through which processes
transformational leaders effect transformation within context. This limits the further
development and application of transformational leadership theory. Researchers have not
sought to identify which leadership style – or which elements of particular leadership
styles – can be linked to positive outcomes such as job satisfaction.
30
2.6Conceptual Framework
Figure 1: Relationship of Transformational leadership and Employee performance
Source: Research Data 2014
From the model we have Transformational leader ship as the dependent variable with its
main attributes being : Creativity, team orientation, appreciation of others and
responsibility and recognition as they are the variable that influence the independent
variable(employee performance).When a transformed leader considers the elements and
EMPLOYEE
PERFOMANCE
Increased productivity
Quality Assurance
Employee
effectiveness(capability)
TRANFORAMATIONAL
LEADERSHIP
ELEMENTS
− idealized influence,
− inspirational motivation,
− intellectual stimulation,
− individualized consideration
ATTRIBUTES
Creativity
Team Orientation
Appreciation of others
Responsibility & recognition
Dependent Variable Independent Variable
31
attributed of transformational leadership then the employees performance can be realized
through :increased performance, quality assurance and employee effectiveness
32
CHAPTER THREE
RESEARCH METHODOLOGY
3.1Introduction
The research methodology of transformational leadership is a representative study in
design with a cross sectional component whereby all relevant parties were involved. It
looked at the Kenya Wildlife Service management and all the relevant parties involved in
the organization leadership.
3.2Research Design
Ogula (2005) describes a research design as a plan, structure and strategy of investigation
to obtain answers to research questions and control variance. Additionally, a study design
is the plan of action the researcher adopts for answering the research questions and it sets
up the framework for study or is the blueprint of the researcher (Kerlinger, 1973). This
study adopted a survey research design. This design as defined by Orodho (2003) is a
method of collecting information by interviewing or administering a questionnaire to a
sample of individuals. The main feature of survey research design is to describe specific
characteristics of a large group of persons, objects or institutions, through questionnaires
(Jaeger, 1988). Besides, the design used because of its descriptive nature in order to
assist the researcher in collecting data from members of the sample for the purpose of
estimating the population parameters.
3.3 Site of the Study
The study was carried out at Kenya Wildlife Service in Nairobi county of Kenya.
Purposive sampling was used as a study site because it is one of the most organized
counties in Kenya and it is the headquarters of the organizations administration.
3.4 Target population
According to Ogula, (2005), a population refers to any group of institutions, people or
objects that have common characteristic. The target population was specific employees of
KWS selected for the study which is was 200 respondents. The employees were those
33
that have been on permanent employment for a period of not less than 10 years, this is
because in ten years it is assumed that an employee has been able to fit into the
organization’s systems.
3.5 Sample and Sampling Techniques
A sample is a smaller group or sub-group obtained from the accessible population
(Mugenda and Mugenda, 1999). This subgroup is carefully selected so as to be
representative of the whole population with the relevant characteristics. Each member or
case in the sample is referred to as subject, respondent or interviewees. Sampling is a
procedure, process or technique of choosing a sub-group from a population to participate
in the study (Ogula, 2005). It is the process of selecting a number of individuals for a
study in such a way that the individuals selected represent the large group from which
they were selected. The study applied random sampling procedures to obtain the
respondents for questionnaires. The sample frame of the study includes a representative
sample of the employees of KWS. At least 30% of the total population is representative
(Borg and Gall, 2003). Thus, 60 of the accessible population is enough for the sample
size.
Table 1: Sample Size
Category of employees Population Percentage
(%)
Sample size
Management 20 30/100*20 6
Supervisory 30 30/100*30 9
Support staff 150 30/100*150 45
Total 200 60
Source: KWS Human Resources Records 2014
3.6 Research Instruments
The main data collection instruments that were used in this study include the
questionnaire. This was used for the purpose of collecting primary quantitative data.
Additionally, the questionnaires was used for the following reasons: its potentials in
reaching out to a large number of respondents within a short time, able to give the
34
respondents adequate time to respond to the items, offers a sense of security
(confidentiality) to the respondent and it is objective method since no bias resulting from
the personal characteristics (as in an interview) (Owens, 2002). The questionnaire was
divided into the main areas of investigation except the first part which captures the
demographic characteristics of the respondents. Other sections are organized according to
the major research objectives.
3.7 Instruments Validity and Reliability
3.7.1Validity
Validity refers to the degree to which evidence and theory support the interpretation of
test scores entailed by use of tests. The validity of instrument is the extent to which it
does measure what it is supposed to measure. According to Mugenda and Mugenda
(1999), Validity is the accuracy and meaningfulness of inferences, which are based on the
research results. It is the degree to which results obtained from the analysis of the data
actually represent the variables of the study. The research instrument was validated in
terms of content and face validity. The instruments were scrutinized by at least three
university lecturers including the supervisor of the study to judge the items on their
appropriateness of content, and to determine all the possible areas that needed
modification so as achieve the objectives of the study.
3.7.2Reliability
Reliability is the ability of a research instrument to consistently measure characteristics of
interest over time. It is the degree to which a research instrument yields consistent results
or data after repeated trials. If a researcher administers a test to a subject twice and gets
the same score on the second administration as the first test, then there is reliability of the
instrument (Mugenda & Mugenda, 1999). Reliability is concerned with consistency,
dependability or stability of a test (Nachmias & Nachmias, 1996). The researcher
measured the reliability of the questionnaire to determine its consistency in testing what
they are intended to measure. The test re-test technique was used to estimate the
reliability of the instruments. This involved administering the same test twice to the same
group of respondents who have been identified for this purpose.
35
3.1 Data Collection Procedures
This research used both primary and secondary methods to collect data for the study. The
primary sources of data came from the questionnaires that were distributed to several
respondents. The secondary sources was include a review of both published and
unpublished literature that is related to transformational leadership and the reports from
the archives of KWS Though both primary and secondary sources were used in this
study, data from the primary sources was given more priority.
3.2 Data Analysis Procedures
Once data is collected, the data was checked for completeness, ready for analysis. The
process includes a cross check on the validity of data and content analysis to look for
emergent patterns from the data and linkages among parts of various data. The data was
analyzed and presented using tools of descriptive statistics. According to Kothari (2004),
descriptive statistics concern the development of certain indices from the raw data. The
measures to summarize the data are central tendency, dispersion, asymmetry, and
relationships. The study used measures of central tendency and frequencies to summarize
the data. Key tools to present the data are graphs, charts, tables and pie charts. Statistics
Package for Social Scientists (version 21.0 SPSS) was used to facilitate data processing
since as it covers a broad range of statistical procedures. In addition, correlation analysis
was conducted to establish the association between independent and dependent variables.
3.3 Ethical Considerations
All employees’ participating in this study was purely on voluntary basis, only those
employees who were given consent after the nature of the study has been explained to
them participated in the study. Those who did not give consent were not included in the
study, Confidentiality when dealing with respondents was strictly adhered to. All
information provided by the employees was treated with absolute confidentiality and was
only be used for purposes of research information. Employee names, title and position if
any was not inserted in the questionnaire. This assurance was given to them before they
consent to participate in the study, and before collecting data from the proposed
institution, permission was sought from the Ministry of Higher Education, Kenyatta
University and all associated entities.
36
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATIONS
4.1 Introduction
The chapter represents the empirical findings and results of the application of the
variables using techniques mentioned in chapter three. Specifically, the data analysis was
in line with specific objectives where patterns were investigated, interpreted and
implications drawn on them.
4.2 Response Rate
The sample size of this study was 60 respondents. Those filled and returned
questionnaires were 53 respondents making a response rate of 88.3%. According to
Mugenda & Mugenda (1999), a response rate of 50% is adequate for analysis and
reporting; a rate of 60% is good and a response rate of 70% and over is excellent. This
means that the response rate for this study was excellent and therefore enough for data
analysis and interpretation.
4.3 Demographic Data
The study sought to establish the demographic data of the respondents. The demographic
data of the respondents was categorized according to; gender, age, education level and
Duration of service in the organization.
4.3.1 Gender of Respondent
Respondents were required to indicate their gender. The findings revealed that majority
(75%) of the respondents were female and the remaining 25% of them were male as
shown in Figure 2. The findings therefore reveal that Female respondents were more than
Male respondents.
37
Source: Data (2015)
Figure 2: Respondents by Gender
Respondents were required to indicate their age bracket. Majority (50%) of the
respondents in this study were aged between 31-40 years of age. They were followed by
those aged between 18-30 years of age at 44%, while the respondents in the age bracket
between 41-50 years were the least at 6%. Out of those who responded there were no
respondents in the age bracket of above 50 years of age.
Source: Data (2015)
Figure 3: Age of Respondent
0
10
20
30
40
50
60
70
80
Frequency Percentage
Male 13 25
Female 40 75
13
25
40
75
05
101520253035404550
31-40 18-30 41-50 Above 50 years
Frequency 27 23 3
Percentage 50 44 6
2723
3
5044
6
38
Respondents were further required to indicate the length of time they had served in their
organization. From the descriptive statistics shown in Figure 4.4, majority (75%) of the
respondents indicated that they had served their organization for a period of less than10
years followed by those who had served the organization for the period of 14-17 years
while those who had served the organization for the period of 10-13 years and above 18
years were the least at 6% respectively. The findings therefore reveal that majority of the
respondents in this study had served their organization for a period not more than 10
years which still is long enough to enable them comment on the aspects under study.
Source: Data (2015)
Figure 4: Duration of Service
Level of Education
Respondents were required to indicate their level of education during the time of study,
majority of the respondents (56%) had attained diploma certificate as their highest level
of education, followed by the respondents with graduate level of education while those
with certificate as their highest education level attained were the minority at 6%. The
respondents with postgraduate level of education were 13%.
0
10
20
30
40
50
60
70
80
less than10years
10-13 years 14-17 years above 18 years
Frequency 40 3 7 3
Percentage 75 6 13 6
40
3 7 3
75
613
6
39
Source: Data (2015)
Figure 5: Education Level
Main Issues
The respondents were requested to indicate their level of agreement of disagreement on
statements with regard to transformation leadership and performance of employees in
Kenya
Table 2: transformation leadership and performance of employees
Statement
N
Mean
Standard
Deviation
Percentage
(%)
Whether motivation in your opinion affects
effectiveness of your performance?
53
5.2 0.639
88%
Whether incentives motivate you in being
more productive?
53
4.9 0.846
87%
Whether the organization committed to a
standard goal?
53
4.3 0.738
56%
The study sought to establish the extent of agreement on statements with regard to
transformation leadership and performance of employees. From the analysis of the
0
10
20
30
40
50
60
diploma graduate level Certificate Postgraduate
Frequency 30 13 3 7
Percentage 56 25 6 13
30
13
37
56
25
613
40
findings, it was revealed that those strongly agreed recorded that motivation affects
effectiveness of the performance with a mean of 5.2 and a standard deviation of 0.639,
incentives motivate employees to be more productive with a mean of 4.9 and a standard
deviation of 0.846. Further, it was revealed that those agreed recorded that their
organization was committed to a standard goal with a mean of 4.3 and a standard
deviation of 0.738. From the analysis of the findings, it can be concluded that indeed
motivation and incentives affected performance of employees in Kenya Wildlife Service.
The study found out that transformation leadership has increased employee morale and
has led to positive attitude towards work activities/duties assigned to the employees at
KWS. Further the study found that there was inspirational motivation and recognition of
individual effort as a result of transformational leadership. KWS undertakes a Balanced
Score card Performance Appraisal to its staff on an annual basis and also staff are
appraised basing on the four (4) perspectives of Financial, Business Processes,
Customer/Stakeholders and Learning & growth. From this appraisal KWS also realizes
employee strengths and weaknesses in terms of performance and comes up with Training
Needs Assessment for Corrective measure.
Extent to which Leader’s Intervention Affect Subordinate Performance in the
Organization
The study sought to find out the extent to which Leader’s Intervention Affect Subordinate
Performance in the Organization. The study found out that to a larger extent, Managers
intervene promptly on subordinate performance and therefore increases on subordinates’
staff morale and team spirit. The study also found out that transformation way of
leadership has improved on the employee productivity in the sense that staff are aware of
their expectation, how to carry-out their duties and taking right action. This has been
measured through internal and external customer feedback survey and comparison of
revenue realized. This finding concurs with Barling, & Kelloway, (2001) who argues that
leaders behave in ways that motivate subordinates by providing meaning and challenge to
their work. The spirit of the team is aroused while enthusiasm and optimism are
displayed. The leader encourages subordinates to envision attractive future states while
41
communicating expectations and demonstrating a commitment to goals and a shared
vision
Organization Commitment to Standard Goal
Respondents were further required to indicate whether organization is committed to a
standard goal, majority (56%) of the respondents indicated that they agree, 32% strongly
agree while those who indicated that they disagree and strongly disagree respectively
comprised of 6% each.
Figure 6: Organization Commitment to Standard Goal
Effect of Reward and Punishment on Employees Target
Respondents were required to indicate how reward and punishment affected on KWS
employees meeting their targets. Majority of the respondents (50%) indicated that reward
and punishment affected positively to on employee’s target, 44% of the respondents
indicated that reward and punishment has both positive and negative impacts to
employees target while 6% indicated that neither reward nor punishment impact on
employee’s target.
0
10
20
30
40
50
60
StronglyDisagree
Disagree Agree Strongly Agree
Frequency 3 3 30 17
Percentage 6 6 56 32
3 3
30
17
6 6
56
32
42
Figure 7: Effect of Reward and Punishment on Employees Target
Elements of Transformational Leadership Exercised at KWS
The study found out that, there is acknowledgement/appreciation of staff efforts and
mentoring to those who need help and this has been embraced through KWS 5K Slogan
of 1-Kuchagua, 2-Kupanga, 3-Kusafisha, 4-Kudumisha & 5-Kufundisha. KWS Managers
encourage staff under them and also give directions on what to do and how to be done.
Respondents were required to indicate how management fosters a sense of appreciation
when they perform their duties. Majority (44%) agreed that management foster a sense of
appreciation when they perform their duties, 25% of the respondents disagreed while the
same number of respondents was not decided on the answer. Those respondents who felt
that they strongly disagreed that management does not foster a sense of appreciation
when they perform their duties were the least at 6%.
None of the Above Both Positive
Frequency 3 23 27
Percentage 6 44 50
3
2327
6
4450
0
10
20
30
40
50
60
43
Sense of Appreciation
Figure 8: Sense of Appreciation
Management Support on Employees Training
Respondents were required to indicate what kind of support the KWS management
provide to their employees on supporting their training, majority of the respondents
(56%) indicated that KWS management provide resources as a way of supporting
employees training at KWS, 25% of the respondents indicated that KWS management
provides conducive training environment to their employees while 13% of the
respondents indicates that KWS management does not provide either of the support in
question during the study. Only 6% of the respondents indicated that KWS management
supports their employees with training materials.
Figure 9: Management Support on Employees Training
05
1015202530354045
StronglyDisagree
Disagree Agree Strongly Agree
Frequency 3 13 13 23
Percentage 6 25 25 44
3
13 13
23
6
25 25
44
0
10
20
30
40
50
60
None of theAbove
ConduciveTraining
Environment
TrainingMaterials
Resources
Frequency 7 13 3 30
Percentage 13 25 6 56
713
3
30
13
25
6
56
44
Management Support in boosting employee’s creativity and innovation
On the response whether KWS management support boosting of employees creativity
and innovation, majority of the respondents (50%) agreed, 31% strongly agreed while
13% disagree. On those respondents who strongly disagreed with the aspect on the
question were the least at 6%.
Figure 10: Management Support in boosting employee’s creativity and innovation
Factors Led To the Adoption of Transformative Leadership at KWS
As a way of adopting transformation leadership by KWS leadership, there was
Consideration of the nature of KWS nature of operation as hospitality industry, the study
found out that, there has been need for KWS to put extra effort and to ensure that each
employee performs an extra inch with minimal supervision. This is a concept that was
started way back in 1997 under the stewardship of our former Director, Julius
Kipng’etich. Among the factors established by the study to lead to the adoption of
transformative leadership included; need to change the working style of staff from a
situation of don’t care to that of mindful; need to change the overall organization culture
to suit the world class status hence the adoption of the slogan, “World class Park”; and,
there was need for accountability and superior service delivery.
The respondents were requested to indicate the method used by KWS on training and
development. Majority of the respondents (69%) indicated that they acquire their training
while performing their jobs, 18% of the respondents indicated that they get their training
05
101520253035404550
StronglyDisagree
Disagree Agree Strongly Agree
Frequency 3 7 27 16
Percentage 6 13 50 31
37
27
16
613
50
31
45
and development outside their job training while 13% of the respondents indicated they
do not get their training and development from neither of the job training nor on the job
training.
Correlation results
In order to answer the research question, Pearson correlation test by SPSS version 21.0
was used.
H1: There is significant relationship between transformational leadership and
Performance of employees
Table 3: Comparison of the transformational leadership and performance of
employees
Variables Number correlation
coefficient
Level of Significance (p)
Performance of
employees
53
0/783*
0/002
Transformational
leadership
53
0
10
20
30
40
50
60
70
None of the Above Of the Job Training On the Job Training
Frequency 7 10 37
Percentage 13 18 69
7 10
37
1318
69
46
According to the table above, r obtained is significant at 0/05 alpha and the H0
hypothesis is rejected, because the significance level of the test (p=0/002) is smaller than
the alpha test that is smaller than the value of 0/05. So the study question is approved.
Therefore, there is significant relationship between transformational leadership and
performance of employees at KWS. Also, given that the correlation coefficient between
these two variables is 0/783, it can be concluded that this relationship is significantly
positive. The more managers use transformational leadership style in their leadership, the
more employees' performance is increased. Such research can be aligned with Bass and
Bernard (2003), Eisenbach et al (2009), Yielder and Andrew (2004), Ashrafi (2006).
47
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
The chapter summarizes the findings of the study done with specific reference to the
objectives and research questions of the study were used as units of analysis. Data was
interpreted and the results of the findings were correlated with both empirical and
theoretical literature available. The conclusion relates directly to the specific
objectives/research questions. The recommendations were deduced from conclusion and
discussion of the findings.
5.2 Summary of Findings
The main purpose of this study was the effect of transformational leadership on the
performance of employees in Kenya focusing on KWS employees.
Based on analysis of the findings, it emerged that that those agreed recorded that
motivation affects effectiveness of the performance, incentives motivate employees to be
more productive and that Kenya wildlife Service is committed to setting standard goals.
In the same vein, it was found that there was inspirational motivation and recognition of
individual effort as a result of transformational leadership, KWS undertook a Balanced
Score card Performance Appraisal to its staff on an annual basis and also staff was
appraised basing on Financial, Business Processes, Customer/Stakeholders and Learning
& growth. This enables KWS to realize employee strengths and weaknesses in terms of
performance to come up with Training Needs Assessment for Corrective measures.
The study also established the extent to which leader’s intervention affected subordinate
performance in the organization. Based on the analysis of the findings, it was revealed
that to a larger extent, managers intervened promptly on subordinate performance to
increase subordinates’ staff morale and team spirit. Further, transformation way of
leadership has improved on the employee productivity in the sense that staff are aware of
their expectation, how to carry-out their duties and taking right action. This has been
measured through internal and external customer feedback survey and comparison of
revenue realized.
48
The study also set to establish on how organization commitment led to a standard goal.
The analysis of the findings revealed that a majority of the participants agreed that
organization commitment led to a standard goal. On the effect of reward and punishment
on employees’ target, it emerged that it affected positively.
On the elements of transformational leadership exercised at KWS, it was revealed that
staff efforts and mentoring were embraced through KWS 5K Slogan of 1-Kuchagua, 2-
Kupanga, 3-Kusafisha, 4-Kudumisha & 5-Kufundisha. It was found that KWS managers
encouraged staff under them and directed them on what to do and how to be done.
The study also wanted to establish the kind management support on employees training.
Based on the analysis of the findings, KWS management provided resources as a way of
supporting employees’ trainings, and that KWS management provided conducive training
environment to their employees. It was also revealed that KWS management supported
employee’s creativity and innovation.
On methods used by KWS on training and development, it was found that most
employees were trained during while performing their jobs while other acquired their
training outside their job training.
The results of correlation analysis revealed that they exist a strong and positive
significant relationship between transformational leadership and performance of
employees. Thus the managers advised to embrace transformational leadership style in
their leadership, to increase employees' performance.
5.3Conclusion
The study analyzed the effect of transformational leadership on the performance of
employees in Kenya Wildlife Service. From the analysis of the finding, it was concluded
that motivation, and incentives affected performance of employees. It was also concluded
that inspirational motivation and recognition of individual effort has been due to the
result of transformational leadership. Employees of Kenya Wildlife were appraised on the
basis of financial, business processes, customer/stakeholders and learning & growth
which enabled KWS to realize employee strengths and weaknesses in terms of
performance.
49
The findings of the study also concluded that managers intervened promptly on
subordinate performance to increase subordinates’ staff morale and team spirit,
transformation way of leadership has improved on the employee productivity in the sense
that staff are aware of their expectation, how to carry-out their duties and taking right
action.
Further, the results of correlation analysis concluded that there exist a strong and positive
significant relationship between transformational leadership and performance of
employees.
5.4Recommendations
With due regard to transformational leadership there is need to motivate employees so as
to improve on productivity. This should be done in a manner in which all the stakeholders
are happy. This ensures that there is cohesiveness between employees and management
and also employee’s morale is promoted at all times. This therefore calls for establishing
strategies that meet employee’s motivation. Specifically the study recommends:
1. Transformational leadership should be taught to all people at all levels of
organization to have a positive impact on the overall performance.
2. There should be effective communication between management and other
employees within the organization.
3. It is suggested that managers to be trained to use both styles of leadership and
along with the increasing need for new skills and competencies of leadership as a
result of changes in community, leadership training program is more important
than ever.
4. Employees motivation should be boosted at all cost to promote productivity.
5. Reward and punishment should be done in a fair manner to all employees.
6. Proper methods of training and development should be devised to promote
employees career growth.
7. Teamwork among employees should be enhanced to ensure cohesiveness among
KWS employees and management.
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5.3 Suggestions for Further Research
In this study outcomes of leaders were not included in the scope of this research and these
factors may also have a relationship with job satisfaction and organizational commitment
and may have an effect on performance of employees in the public and private sectors.
Therefore, further study is recommended using other leadership styles so that leaders can
fully understand and appreciate the appropriate methodology that will effectively enhance
performance of employees in specific public sector organizations. In addition, it is
recommended that similar studies could be carried out in the private sector or in both
sectors (public and private) to determine whether the relationship between
transformational leadership and performance of employees varies in the different sectors.
This could help to clarify the differences between the public and private sector. It is also
to be noted that the study was carried out within a small geographic area (KWS) and this
may have affected the validity of generalization. Further research may therefore be
needed in a wider scope, such as at state or national level. Similarly, the outcomes of
leaders in the current study were not in the scope of this research; therefore future
researchers could investigate the outcomes of leaders in both the public and private
sectors.
51
REFERENCES
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of
analysis: A multi-level framework for examining the diffusion of
transformational leadership. The Leadership Quarterly, 6(2), 199-218.
Avolio, B.J. & Yammarino, F.J. (2002). Introduction to, and overview of,
transformational and charismatic leadership. In B. J. Avolio & F.J.
Yammarino (Eds.).
Burns, J.M. (1978). Leadership. N.Y: Harper and Raw.
Bass, B. M, (1985). Leadership and Performance. N. Y, Free Press.
Bass, B. M. & Riggio, R. E. (2008). Transformational Leadership. Mahwah, New Jersey:
Lawrence Erlbaum Associates, Inc.
(Bernard Bass, Leadership and Performance Beyond Expectations, New York, Free
Press, 1985).
Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations.
Thousand Oaks, CA: Sage.
Charbonneau, D., Barling, J., & Kelloway, E. K. (2001). Transformational leadership
and sports performance: The mediating role of intrinsic motivation. Journal of
Applied Social Psychology.
Eagly, A. H., Johannesen-Schmidt, M. C., & Engen, M. L. (2003). Transformational,
Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis
Comparing Women and Men. Psychological Bulletin.
Fenwick, F. J. & Gayle, C. A. (2008). Missing Links in Understanding the Relationship
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House, R. J. & Aditya, R. N. (1997). The Social Scientific Study of Leadership: Quo
Vadis? Journal of Management.
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Murphy, S. E., & Ensher, E. A. (2008). A qualitative analysis of charismatic leadership
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Simola, S., Barling, J., & Turner, N. (2012). Transformational Leadership and Leaders’
Mode of Care Reasoning. Journal of Business Ethics.
Wang, X.-H., & Howell, J. M. (2010). Exploring the Dual-Level Effects of
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Zhu, W., Chew, I. K. H., & Spangler, W. D. (2005). CEO transformational leadership
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APPENDICES
Appendix I: Questionnaire
Kindly tick the box that matches your answer to the questions and list the
answers in the spaces provided appropriately.
SECTION A: DEMOGRAPHIC PROFILE
1. Gender Male Female
2. Age
18-30yrs 31-40yrs
41-50yrs Above 50yrs
3. Highest Level of Education
Certificate level Diploma level
Graduate level Post graduate level
4. How long have you been working for KWS?
Less than 10yrs 10-13yrs
14-17yrs above 18yrs
SECTION B: OBJECTIVE QUESTIONS
ii
5. Kindly indicate the extent do you agree or disagree with the following statements
regarding transformational leadership and performance of employees in Kenya? Rate
your response on scale of five units whereby 1= strongly disagree, 2= disagree, 3=not
decided, 4= agree, and 5=strongly agree.
1 2 3 4 5
Whether motivation in your opinion affects effectiveness of your
performance?
Whether incentives motivate you in being more productive?
Whether the organization committed to a standard goal?
8. Are you satisfied with the way top management and leadership has been running
KWS?
………………………………………………………………………………………………
………………………………………………………………………………………………
……………………………………………………………………………………………....
9. Are the criteria used in promoting team work or lack of it in this company
recommendable?
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
9. What impact do rewards and punishments have on how fast you meet your targets?
i) Positive
ii) Negative
iii) Both
iv) None of the above
iii
10. Does management foster a sense of appreciation when you perform?
i) Strongly Agree
ii) Agree
iii) Not decided
iv) Disagree
v) Strongly disagree
11. What support does management provide to support employee training?
i) Resources
ii) Training materials
iii) Conducive training environment
iv) None of the above
12. Is the support given by the management effective in terms of boosting creativity and
innovation recommendable?
i) Strongly Agree
ii) Agree
iii) Disagree
vi) Strongly disagree
13. Is there effective communication between management and subordinates in this
company?
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………
iv
15. What method is used in training and development?
i) On the job training
ii) Of the job training
iii) None of the above
16. How often is your performance evaluated?
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………
17. If you were transferred to another department do you think you would perform better
or worse?
………………………………………………………………………………………………
………………………………………………………………………………………………
…………………………………………………………………………………………........
...............................